Built from the inside out.
This is not a theoretical framework. It mirrors how insurers and brokers assess technology partners internally — because that is where it was built.
Most technology companies approach the insurance market with strong data and weak positioning. The problem is rarely the product — it is the inability to translate capability into the language insurers use to make decisions: underwriting risk, placement logic, distribution fit, and regulatory resilience.
The Connected Insurance Hub applies a seven-dimension assessment framework drawn from 15 years of live insurance practice — the same criteria used internally by underwriters, placement teams, and senior brokers when evaluating whether a technology company is genuinely worth pursuing as a partner.
The seven-dimension framework
Management & governance
Who is running the company, and do they have the credibility to sit in a room with insurance decision-makers? We evaluate founders, C-suite backgrounds, board composition, leadership stability, and strategic clarity.
- Looking for: leadership that understands insurance as a regulated, relationship-driven industry.
- Red flags: weak governance, no insurance depth, or unstable leadership.
Funding & financial viability
Can the company sustain an insurance partnership through a long sales cycle? A business that runs out of funding mid-pilot is a liability, not a partner.
- Looking for: credible backing, recurring revenue, and visible runway.
- Red flags: short runway, opaque capital position, or unexplained instability.
Insurance & risk applicability
Having data that could be relevant to insurance is not the same as having a proposition that addresses a recognised insurance need. We test for direct relevance to underwriting, claims, pricing, and risk management.
- Looking for: measurable relevance to recognised insurance workflows.
- Red flags: insurance framed as just one of many generic verticals.
Technology & data credibility
We assess technical maturity, data quality, implementation realism, and whether the proposition can survive enterprise scrutiny.
- Looking for: strong product evidence, reliable data sources, and implementation clarity.
- Red flags: highly bespoke delivery, weak data governance, or unclear integration pathways.
Commercial traction
Signals of market proof matter. We test whether there is evidence of adoption, referenceability, and a commercially coherent route to revenue.
- Looking for: pilots, live clients, case studies, or credible sales momentum.
- Red flags: conceptual value only with no proof of buyer pull.
Regulatory & governance readiness
Serious partnerships require more than a good story. We look at data ethics, security, governance, and whether the proposition can survive real compliance conversations.
- Looking for: documented controls, privacy posture, and governance discipline.
- Red flags: compliance left to later-stage diligence.
Market position & partnership fit
Finally, we assess whether the company is actually ready for insurance relationships: buyer understanding, decision-maker mapping, commercial realism, and ability to support a live partnership once won.
- Looking for: credible partnership thesis and a clear route into the right buyers.
- Red flags: no view on who owns the buying decision or how rollout works.
Good technology is not enough. In insurance, partner selection is about trust, resilience, governance, and whether the proposition can survive real-world underwriting and distribution scrutiny.
The seven dimensions are not a checklist — they are a structured lens. These examples show what the framework produces when applied to real assignments across brokers, carriers, technology companies, and investors.
Selected engagements
Commercialising a technology partnership through a major broker
Supported a top-tier global broker in identifying, assessing, and structuring a technology partnership aligned to a defined client and placement opportunity — from partner assessment through to go-to-market execution.
Launching an embedded technology proposition for a property portfolio
Worked with a niche insurance carrier to shape and launch an embedded technology proposition tied to portfolio performance and risk reduction — covering proposition framing, partner selection, and rollout support.
Taking a new partnership from assessment to launch in under six weeks
Supported a major insurer in moving rapidly from vendor review to live partnership execution without compromising diligence or internal readiness — covering vendor assessment, proposition design, and delivery.
Refining an insurance proposition to support a market pivot
Worked with a technology company pivoting into insurance, sharpening its proposition around real insurance use cases, buyer relevance, and commercial credibility — including investor narrative support.
Helping a VC refine its insurance investment thesis
Advised a venture capital firm on where to focus within insurance and how to evaluate technology opportunities through an insurance-specific lens — covering market framing, opportunity prioritisation, and thesis refinement.
Find out where you stand
The free diagnostic applies the same seven-dimension lens to your business — ten questions, immediate score, and a clear view of what needs to change before you approach the market.